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Sales Supply Chain

Cartersville, GA, 30120
March 14, 2018

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Stan C. Heidmann 314-***-****

Current -390 Echo Valley Rd., Union, MO 63084- FUTURE Cartersville, Georgia

Business Executive

Finance executive with 20 years of experience in financial, operating, and strategic disciplines in public and private sectors, spanning small-market to Fortune 15 companies. Fast-track promotion through a series of increasingly responsible positions based on strong performance in industries including retail, distribution, and manufacturing. Adapt at covering audit, corporate treasury, operational finance, M&A, risk management, and investor relations.

Areas of expertise:

Business Development – Operations – Process Improvement – Strategic Planning – Lean Manufacturing – Financial Analysis -Budgeting & Finance – Relationship Management – Cross-Functional Leadership – Recruiting – Financial/SEC Reporting – Turnaround Management – Financial Planning – Capital Restructuring – Managerial & Staff Development – Insurance - Supply Chain Management & Modeling Investor & Board Experience

Professional Experience

Farmers Insurance – St. Louis, MO 2013 to present

The country's third-largest home and auto carrier as well as the top specialty product carrier in the U.S.

Agency Owner (2013-present)

Purchased family agency in the St. Louis market. Grew the company 3xx and entered the agency in other lines of business, including selling financial securities to our clients.

Added three new employees to the existing agency and helped them grow into successful producers

Helped my father retire and transition the business to the next generation

Drove the business through budgets and analytics to increase productivity and margin

Diversified the business to selling benefit packages to businesses

Trained staff on operational and marketing systems to grow the business and better protect our customers assets

Set up professional and more technological office environment to promote our advisory profession and not just salesmen

Improved accounting system to better track expenses and productivity via product lines

Was heavily involved in community and charities to give back to those who gave to us

Set the agency up for future success entering a new generation of consumers – installing texting, e-policy, electronic payment systems

The Nu Era Group – St. Louis, MO 2008 to 2013

$20M company that designs displays and fixtures for more than 25 large national retailers, including Wal-Mart, Target, and JC Penney’s .

President/CFO (2008 to 2013)

Promoted to initiate improvements at the board-level in governance, business strategies, detailed financial performance analysis, peer comparisons, and decision-making. Oversee all credit facilities and banking relationships. Host quarterly meetings with the board of directors to present financial, operational, and strategic initiatives.

Turned around EBITDA more than $1M, increasing it 200% in year one.

Grew sales more than 20% annually for two years.

Responsible for consolidating supply chain and lowering inventory level while expanding international suppliers.

Lowered SG&A costs by 10% while growing top line sales year over year.

Added more plants and countries to our manufacturing team to lower cost and increase capacity and breadth of production.

Transitioned corporate culture from a small business governed by tradition to a process-oriented private equity business.

Implemented a third-party warehousing structure that lowered freight, overhead, and payroll costs while improving customer satisfaction through increasing efficiency.

Recruited a quality control team to ensure production and standards; established suppliers, and new plants, in Asia to expand business.

Introduced a CRM that promoted organization within the sales team, initiatives, and encouraged reporting and process flow management in the enterprise program.

Chief Financial Officer (2008 – 2009)

Reorganized financial reporting and analytics processes to better measure performance and present more accurate and informative information to outside investors and bank partners. Implemented forecasting methods to increase transparencies surrounding annual projections, better predict cyclical change, and annual cash flow requirements.

Took over control of Sales Managers and teams to better strategize and achieve results through reporting and planning in weekly Sales and Operations meetings.

Lowered overhead expenses by 35% moving administrative team out of cities high rent area and remodeling an office near distribution facilities bringing operations closer together.

Deployed 3,000 individual inventory-system updates allowing account managers to better manage inventory and planned purchases.

Edge Flooring – Dalton, GA 2004 to 2008

$80M hard-surface flooring company that manufactures porcelain and granite laminate tile, selling internationally to big boxes, retailers, and distributors.

Chief Financial Officer (2005 to 2008)

Oversaw accounting, legal, finance, IT, and materials management departments, working to understand the relationship required for a successful partnership with private-equity investors. Built and promoted brand and category recognition by interfacing with customers, presenting value propositions and business plans.

Grew distributor channel by 25% and doubled the number of international customers.

Reduced store inventory by 25%; decreased lost sales by 50% by demonstrating to large accounts, such as Lowe’s, how to better manage inventory.

Director of Materials Management (2004 to 2005)

Led various departments, including supply chain, plant controller, production, inventory, logistics, purchasing and order entry with an emphasis on financial management. Interfaced regularly with the Director of Operations to effectively employ lean manufacturing techniques such as just in time inventory, total quality, elimination of waste, and safety procedures.

Built MRP system including several other models that enable company to effectively plan, order, forecast, and maintain supply chain lowering material costs by 15%.

Directed a Sales and Operations meeting each week to discuss ways to lower freight costs and improve cash flow through terms negotiations and timing of purchasing.

RMC Industries – Atlanta, GA 2003 to 2004

Supplies building materials for domestic residential and commercial construction, including ready-mixed concrete, aggregates, cement, and concrete products, having $2B in revenue and 28K employees.

Controller – San Francisco subsidiary (February 2004 to October 2004)

Prepared budgets, forecasts, and projections, including analysis and reporting for 20 plants. Delivered anti-trust documentation for the Department of Justice and the Federal Trade Commission after the company was purchased.

Hand-picked to oversee and turnaround the financials of a $125M subsidiary (20 plants) in San Francisco, reducing raw materials and freight costs by 20%.

Responsible for forecasting various sensitivity analysis for the annual budget preparation.

Organized month end closing and reconciled all chart of accounts for the plants rolling up to the subsidiary.

Senior Business Analyst (2003 to 2004)

Spearheaded monthly operational performance reports and forecasts for the CFO and president. Co-managed the development of business appraisals as well as the 3-year business plan.

Instrumental in migrating subsidiary business systems into the corporate Oracle platform.

Mohawk Industries – Calhoun, GA 2000 to 2003

Industries leading producer and distributor of flooring worldwide with revenues of over $5.5B.

Senior Corporate Auditor, financial/operational/systems

Performed and managed a wide range of responsibilities in financial and operational audits and system reviews, presenting significant savings strategies to decision-makers. Organized Sarbanes-Oxley compliance audits, conducting extensive audits with external consulting firms.

Delivered a savings of $75M annually by developing and executing a company-wide waste and recycling program.

Worked closely with external auditors during and end of year audits reconciling accounts and warehouses,

Brought health care in house and began self-funding through audit and examination. Worked closely with third party administrators to stream line costs and claims.

Wal-Mart Stores, Inc. – Bentonville, AR 1997 to 2000

World's largest retailer with $218B in sales annually, employing more than 1.3M associates worldwide.

International Financial Analyst/Auditor, Trainer

In 1999, promoted to an international auditor with emphasis on acquisitions and asset valuation in Germany.

In 1998, promoted to Trainer and Leader of the Carolina office.

In 1997, employed as staff auditor.


Master of Business Administration – Webster University – St. Louis, Missouri 2000

Bachelor of Science in Finance – University of Missouri – Columbia, Missouri 1997

Software technology

Enterprise Systems – SAP, JD Edwards, Macola, Great Plains, Cognos, Hyperion, QuickBooks

Excel, Word, Power Point

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